Competence of Managers

Competency management and development are vital tools to increase competition in organizations and the goal of the competency-based approach is to "determine the competencies needed by top people in key positions across the organization, efforts to close competency gaps through effective selection and training and ensuring that good performance is recognized and rewarded." Now, considering the increasing role of state banks as the most important financial and economic institution in the construction of the country, the present study seeks to provide an intellectual capital model with a competency approach of managers in state banks and intends to enumerate the dimensions of the main and important competencies of the managers of state- banks to help senior executives of state banks identify the right people, with the advent of the information technology revolution, the global economic paradigm changed dramatically after the 1990s. In today's economy, knowledge, as the most important asset, has replaced financial and physical capital. Intellectual assets are non-competitive assets. Unlike physical assets that can only be used to do a particular task at a particular time, intellectual assets can be used simultaneously for several specific purposes. This ability is one of the most important criteria for the superiority of intellectual assets over physical assets. This research seeks to provide an intellectual capital model with a competency approach of managers in state banks. Based on the findings, intellectual capital can be influenced by the factors of customer capital, social capital, structural and human capital, knowledge capital, foreign capital, domestic capital, spiritual capital, technical capital and communication capital. The components and indicators related to each of the mentioned dimensions have been discussed separately in the previous pages. Based on in-depth semi-structured interviews with experts, it can be concluded that: human capital, structural capital and social capital as the first to third priorities are the dimensions of the intellectual capital model of state-owned banks with the competency approach of managers.

Purpose: The school principals’ competence plays an important role in improving the education system. As a result, this study aimed to investigate and present the competency model of high school principals. Methodology: The current research was applied in terms of purpose and mixed (qualitative and quantitative) in terms of implementation. In the qualitative part, the research population was the educational management experts of Guilan province in the academic year of 2021-22, and according to the principle of theoretical saturation, 15 of them were selected as a sample using targeted and snowball sampling methods. In the quantitative part, the research population was the principals of the second year high school in Guilan province in the academic year 2021-22, and according to the table of Krejcie and Morgan, 127 of them were selected as a sample by stratified random sampling method. The research instrument was a semi-structured interview in the qualitative part and a researcher-made questionnaire in the quantitative part, whose psychometric indicators were checked and confirmed. The data of the qualitative part were analyzed by open, axial and selective coding method in Maxqda software, and the data of the quantitative part were analyzed by exploratory factor analysis method in Amos software. Findings: The results of the qualitative section showed that 137 indicators, 17 components and 5 dimensions were identified for the competence of high school principals; so as to include the dimensions of belief (with the components of cognition, belief, value and behavior), rational (with the components of discretion power, future studies and effective decision-making), personal (with the components of creating a positive environment, needs assessment, mental health and the flourishing of talents), managerial (with the components of human/general skills, perceptual/maturity skills and specialized/leadership skills) and educational (with the components of teaching and learning process, educational supervision and guidance, and educational evaluation). Also, the results of the quantitative section showed that the factor load and the average variance extracted of the dimensions and components were higher than 0.50 and their content validity and reliability ratio with Cronbach’s alpha method was higher than 0.80. In addition, the Competency model of high school principals had a good fit and each of the dimensions had a significant effect on the corresponding components and each of the components had a significant effect on the corresponding indicators (P<0.05). Conclusion: According to the competency model of high school principals, planning to improve and promote the competence of school principals through the identified dimensions, components and indicators seems necessary.

Purpose: The purpose of this study is to improve the organizational adequacy model for the digital maturity of Iranian offices with a data-based approach. Methodology: This research was conducted with a qualitative-inductive approach and the Strauss-Corbin contextual theory method. The research tool (data collection) was a semi-structured interview, which means that by analyzing qualitative data, it identifies the unknown aspects of the research variables. Using the grounded theory method, the data obtained from interviews with 10 elites and qualified specialists of the Telecommunication Organization were analyzed in three stages of open, axial and selective coding. Results: 14 general categories were presented in the form of a paradigm model that these factors include causal conditions (law and regulations, organizational culture, organizational structure, need for organizational adequacy, customer relationship management) central phenomenon (promotion of organizational adequacy in the Iranian administrative system), underlying conditions (Organizational development method), intervening conditions (effectiveness of human resources, organizational principles, and criteria, organizational adequacy thinking) and strategies (growth and development of administrative culture, development of basic criteria of organizational adequacy, organizational excellence strategy) and consequences (achievement of organizational goals, achievement of master goals Reference). Conclusion: Human resources are most valuable factor of production and most important capital and main source of competitive advantage and the creation of basic capabilities and real estate wealth in the areas of talent recognition, monitoring of any organization is considered, so performance capital It is necessary to improve it. Telecommunication organization with knowledge developments can continuously improve organizational adequacy to achieve digital maturity.